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the “best” isn’t enough. “unique” is the secret ingredient.<\/strong><\/p>\n in his new book, \u201cleading from the edge \u2013 creating a standout, high-performing organization<\/a>,\u201d anthony zecca focuses on the type of leadership that accounting firms need to succeed in a future driven by seismic disruptors.\u00a0 this is the first in a series of articles that will focus on key aspects of \u201cedge leadership\u201d and the challenges most accounting firm leaders (all leaders for that matter) are facing today. the next article will focus on \u201cthe art of leadership \u2013 empowerment\u201d.\u00a0 empowerment without accountability is like making ice without water \u2013 can\u2019t be done.<\/em><\/p><\/blockquote>\n by anthony zecca<\/em> strategy: so much has been written about it and how to create it. harvard’s michael porter famously said strategy is best based on being unique, and not being the best.<\/p>\n more on the edge leader:<\/strong> is your team climbing the right wall?<\/a> | how to build a standout team<\/a>\u00a0|\u00a0competing for talent in a private-equity world<\/a>\u00a0|\u00a0five keys to becoming a high-performing firm<\/a>\u00a0|\u00a0<\/b>assessing your firm<\/a>\u00a0|\u00a0the 4 traits of great cpa leaders<\/a>\u00a0|\u00a0why leaders must ensure clarity<\/a>\u00a0|\u00a0incremental vs. exceptional success<\/a>\u00a0|\u00a0do you lead or just manage?<\/a>\u00a0|\u00a0managing vs. leading<\/a>\u00a0|\u00a0is your leadership team at the edge?<\/a>\u00a0|\u00a06 leadership challenges through covid and beyond<\/a>\u00a0|\u00a0edge leaders share 7 strengths<\/a>\u00a0|\u00a0leadership must drive culture<\/a>\u00a0|\u00a0leading from the edge<\/a> sounds crazy but the following quote (slightly modified) is what i think aligns with how an edge leader will think about strategy:<\/p>\n \u201cstrategy starts with thinking the right way about competition. many managers (leaders) compete to be \u201cthe best\u201d\u2014but this is a dangerous mindset that leads to a destructive, zero-sum competition that no one can win. competing to be unique, on the other hand, is the basis of a sound business strategy…\u201d<\/em><\/p><\/blockquote>\n how many firms go through the annual ritual of budgeting and partner retreats that in the end, at best, create some tactics that might improve the firm\u2019s results incrementally?\u00a0 how many leaders at these firm retreats focus on tactics versus strategy?\u00a0 how many leaders think that developing long-term strategies (3 to 5 years) is unproductive given the challenge of thinking about the future so far down the road?\u00a0 finally, how many leaders, when strategy is discussed, focus on being the best versus being unique?<\/p>\n read more →<\/a><\/p>\n the “best” isn’t enough. “unique” is the secret ingredient.<\/strong><\/p>\n in his new book, \u201cleading from the edge \u2013 creating a standout, high-performing organization<\/a>,\u201d anthony zecca focuses on the type of leadership that accounting firms need to succeed in a future driven by seismic disruptors.\u00a0 this is the first in a series of articles that will focus on key aspects of \u201cedge leadership\u201d and the challenges most accounting firm leaders (all leaders for that matter) are facing today. the next article will focus on \u201cthe art of leadership \u2013 empowerment\u201d.\u00a0 empowerment without accountability is like making ice without water \u2013 can\u2019t be done.<\/em><\/p>\n<\/blockquote>\n by anthony zecca<\/em> strategy: so much has been written about it and how to create it. harvard’s michael porter famously said strategy is best based on being unique, and not being the best.<\/p>\n more on the edge leader:<\/strong> is your team climbing the right wall?<\/a> | how to build a standout team<\/a>\u00a0|\u00a0competing for talent in a private-equity world<\/a>\u00a0|\u00a0five keys to becoming a high-performing firm<\/a>\u00a0|\u00a0<\/b>assessing your firm<\/a>\u00a0|\u00a0the 4 traits of great cpa leaders<\/a>\u00a0|\u00a0why leaders must ensure clarity<\/a>\u00a0|\u00a0incremental vs. exceptional success<\/a>\u00a0|\u00a0do you lead or just manage?<\/a>\u00a0|\u00a0managing vs. leading<\/a>\u00a0|\u00a0is your leadership team at the edge?<\/a>\u00a0|\u00a06 leadership challenges through covid and beyond<\/a>\u00a0|\u00a0edge leaders share 7 strengths<\/a>\u00a0|\u00a0leadership must drive culture<\/a>\u00a0|\u00a0leading from the edge<\/a> sounds crazy but the following quote (slightly modified) is what i think aligns with how an edge leader will think about strategy:<\/p>\n \u201cstrategy starts with thinking the right way about competition. many managers (leaders) compete to be \u201cthe best\u201d\u2014but this is a dangerous mindset that leads to a destructive, zero-sum competition that no one can win. competing to be unique, on the other hand, is the basis of a sound business strategy…\u201d<\/em><\/p>\n<\/blockquote>\n how many firms go through the annual ritual of budgeting and partner retreats that in the end, at best, create some tactics that might improve the firm\u2019s results incrementally?\u00a0 how many leaders at these firm retreats focus on tactics versus strategy?\u00a0 how many leaders think that developing long-term strategies (3 to 5 years) is unproductive given the challenge of thinking about the future so far down the road?\u00a0 finally, how many leaders, when strategy is discussed, focus on being the best versus being unique?<\/p>\n read more →<\/a><\/p>\n
\nleading from the edge<\/a><\/em><\/p>\n
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exclusively for pro members.\u00a0<\/strong>log in here<\/a>\u00a0or\u00a02022世界杯足球排名 today<\/a>.<\/p><\/blockquote>\n
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email this<\/span><\/a><\/li><\/ul><\/div> <\/div>","protected":false},"excerpt":{"rendered":"<\/p>\n\n
\nleading from the edge<\/a><\/em><\/p>\n\n
\nexclusively for pro members.\u00a0<\/strong>log in here<\/a>\u00a0or\u00a02022世界杯足球排名 today<\/a>.<\/p>\n<\/blockquote>\n\n
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